Tip #4 – Ensure the baseline period of time that was monitored was representative of the person’s “normal” work patterns.  For example, for Sally month end is always
very busy due additional activities that must be performed at that time.  If you did not baseline during this “busy time” – then you need to baseline again – or for a longer period of time to ensure accuracy of the time availability for the resource.

Tip #5 – Do not assume their time off for vacations, educational, and illness will be proportional to the percentage of time allocated for the project.  In Sally’s situation, if she takes four days off of work, when she returns to work will she be available immediately to work on the project 25% or will Sally need to dedicate several days to the payroll department to catch-up and then be available to the project at 25% after that period of time?  Again – it’s all about communicating expectations so you can establish a schedule that is realistic and manageable.

Tip #6 – Find out if the resource is available on an overtime basis to do project work if they are not able to make the committed number of hours to the project in a given week.  This at least provides a safety net, if Sally does have something unusual surface with her normal payroll activities or if project work is taking more hours than planned to complete.  You’ll simply need to ensure this doesn’t become the “norm” and Sally ends up working 60 hours per week all the time to handle all her responsibilities.

Tip #7 – Sometimes it’s helpful to have the resource be available to the project “at certain periods of time” for a higher percentage of time to enable the resource to “get their head around” a project related activity and to simply get some tasks completed.  During these more “mind intensive” times, try to negotiate a higher percentage of Sally’s time (maybe even full time for a couple of days) – and then “give back” to the Payroll Department some of Sally’s time when the payroll department needs her more such as at month end.

Tip #8 – Monitor the actual time worked carefully and if it’s not working – say something right away.  The habits that get established in the early stages of the project will “stay as is” if you don’t say something based on what the real business impacts are likely to be.  If you say nothing – management (and Sally) will assume you’re getting enough of her time for your project needs, regardless of what was committed up front.

Tip #9 – Only ask for the time that you really need.  If you need the resource 25% - then ask for 25%.  The last thing you want to have happen is asking for 50% when in reality you only need that person 25%.  Be honest about what percentage of time the project truly needs, and if your original estimate is off (either too high or too low) then let management know so adjustments can be applied. 

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